Although organizational commitment and job performance are essential for the survival of an organization, yet scanty attention is paid to simultaneous investigation of these variables. This study set to investigate the influence of supervisor-employee relationship, perceived leadership style, and job satisfaction on organizational commitment and job performance. Two hundred and fifty-five employees of media employees are conveniently sampled with ages ranging from 20 to 57 years with a mean of 34.29 years. Stepwise multiple regression analysis was employed to test the working hypotheses.Stepwise regression analysis reveals three steps in the prediction of organizational commitment and job performance respectively. With the third steps showing that job satisfaction (β = 0.53; p < .001); supervisor-subordinate relationship (β = 0.41; p < .001) and laissez-faire leadership styles (β = 0.38; p < .001) as predicting organizational commitment with 49.7% variance is explained; while with job performance, 34.8% of variance explained the variables of working experience (β = -0.54; p < .001); education (β = 0.31; p < .01) and transformational leadership styles (β = -0.22; p < .05). This finding has implications for employee retention, performance management and incentive strategy.

This study ascertains whether three positive organizational behaviour capacities (optimism, self-efficacy and self-monitoring) predict attitude towards organizational change. Design of this study was cross-sectional, and data were collected with self-report measure. One hundred sixty-nine employees were drawn from 21 organizations in Delta State, Nigeria. The participants were made of 108 (64%) females and 61 (36%) males, with the mean age of 40.21 years (SD, 9.13). Simple regression analysis revealed that optimism, self-efficacy, and self-monitoring, positively and significantly predicted attitude towards organizational change. While multiple regression analysis revealed that only self-efficacy positively and significantly contributed to attitude towards organizational change. It was concluded that the predictors influence employees' attitude towards organizational change with self-efficacy contributing the highest influence to organizational change attitude. It was recommended that for successful employees change acceptance, optimism, self-efficacy and selfmonitoring should be structured into policies and strategies for organizational implementation.

This study investigated the influence of psychological capital on women entrepreneurs’ innovative behaviour with 405 female entrepreneurs from Ibadan, Nigeria. The result indicates that women with high self-efficacy and internal locus of control scored higher on entrepreneurial innovative behaviour than women with low self-efficacy and external locus of control. There was also a significant relationship between highly educated women and lowly educated women. Women are encouraged to belief in themselves while acquiring high level of education will provide impetus for growth and achievement in their entrepreneurial innovative activities. Further studies in relation to task specifics are recommended.

Compared to their men counterparts, women do not rapidly climb up the leadership ladder due to a glass ceiling obstacle. This study aims to explore the inhibiting factors demotivating Africa women’s leadership pursuit in Science, Technology, Engineering, and Mathematics (STEM). A qualitative approach was adopted using online open-ended questions to seek narratives from African women leaders on their roles and experiences of a STEM career. Data were collected using a non-probability, purposive sample of African women leaders in STEM in African research institutes and universities. Forty-two women in leadership positions in 12 African countries participated in the study, which was content analyzed, seeking patterns and themes to explore the narratives. A common thread exists in the tone and life experiences of the African women leaders in STEM. Scholarship, supportive organizational structure, commitment, hard work, and tenacity were all experienced as enablers of the career path process and their attained positions. The education level contributed to a strong leadership position. Women experience less acceptance than males in STEM leadership as the organizational culture still devalues women in leadership positions in several African countries. The study’s contribution, limitations, recommendations, and managerial implications are discussed, with suggestions for further research are made.

The need to fully exploit human resources for competitive advantage has brought spirituality into the work setting. The study set to examine the predictive relationship workplace spirituality has with perceived organizational support and job performance. The assessment is premised on Rego and Cunha's five-workplace spirituality dimension model. This study adopted a correlational design with a self-administered questionnaire of 118 university administrative employees at a university. The research hypotheses were tested with regression analysis. Results show that composite workplace spirituality correlates positively and significantly with perceived organizational support and job performance. However, only a few of the dimensions show positive and significant results. This study shows that enhancing workplace spirituality improves employees perceived organizational support and job performance. Therefore, it is recommended that human resource management practitioners recognize the influence of workplace spirituality in the effective functioning of the organization.